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Financial, clinical, and administrative leaders identify key strategies to drive healthcare value.
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A freestanding community hospital in the suburbs of a major metropolitan area considers the relative merits of remaining independent in a market that is in the midst of consolidation frenzy.
Learn three critical questions healthcare CFOs and other leaders should ask when developing a physician compensation plan.
Hospital finance leaders should be prepared to act quickly and decisively when considering new partnerships with insurers and physicians.
Healthcare reform will result in more consolidation and integration among hospitals, reversing a recent trend in which hospitals tended to stay away from such transactions.
Leaders at two small health systems that plan to merge consider what their strategic priorities should be to ensure the new organization's success.
Hospital board members and other leaders should consider market characteristics, base salaries and incentives, and the structure of the compensation package when developing a physician compensation plan.
For integration among hospitals, physicians, and other providers to be successful, healthcare leaders should address eight competencies in executing an effective integration strategy.
Several years of physician and community outreach have improved the transparency of Beatrice Community Hospital's care delivery and finances, directly contributing to an improved reputation and measureable savings.
Montefiore Medical Center has created an integrated system of care in the Bronx for its primarily low-income patients. Four factors in Montefiore’s success: primary care and chronic disease management, access to high-quality specialty and hospital care, targeted care management, and robust health IT.
As the transition to a value-based payment and care delivery system accelerates, more providers will consider taking the plunge into population health management.
Many healthcare providers have begun to form partnerships to position themselves for success in the new era of reform.
There are revenue opportunities hidden in the healthcare reform law for strong, nimble hospitals and health systems that can demonstrate strong quality and financial performance.
Hospitals need effective policies for discharging homeless patients, who, without such policies, would likely soon return to the emergency department only to be readmitted as inpatients.
The prospect of a merger can be disconcerting for community hospital leaders. Success can depend on how well they apply the lessons learned from hospitals that have traveled this path before.
Dean Swindle, executive vice president, business services, and CFO at Catholic Health Initiatives, discusses his organization's capital allocation strategy.
Learn four areas where hospitals typically encounter challenges after acquiring a physician practice—and strategies for successful integration.
A successful ACO strategy starts with clearly articulating a patient-centered strategic plan that supports organizational goals.
This brief synopsis of an hfm article is designed for use by high-level board members interested in community hospital mergers.
Hospital CFOs play an important role in driving the economic value of their organization’s medical practices.
Before acquiring a physician practice, hospital leaders should ask themselves 11 questions about keys to strategic and financial success that will help them make rational, evidence-based decisions.
Options abound today for providers to reach out to private payers and physician groups to experiment with innovative payment models.
Michael Rose, CFO at the Southern New Hampshire Health System, and Rachel Rowe, executive director at the Granite Healthcare Network, discuss a collaboration to improve quality and reduce costs.
Payment challenges, spiraling healthcare costs, and a slow economic recovery are some market forces that have ignited the national explosion of consolidation.
Learn five ways that hospitals that are structured as systems of focused factories will be better able to succeed under payment reform.
Hospitals that are structured as systems of focused factories-providing bundles of care in a variety of service lines-will be better positioned to compete under value-based business models.
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